Examines differences between library management and information resource management (IRM). Highlights include a historical perspective of library management education and IRM; the organizational perspective of library management and the emphasis of information as a resource in IRM; library management and advances in information technology; and…

Describes the process by which Yakima Valley Community College developed a mission statement reflecting community needs and the fiscal status of the state's educational institutions. Considers the characteristics of students, faculty, setting and content, and details needs identified by faculty. Presents the college's statements of philosophy,…

Discusses the role of meetings in improving job performance, identifies adult learning principles that may enhance the planning and delivery of business meetings, describes the component parts of business meetings, and presents a matrix that integrates adult learning principles with the management of business meetings. (Six references) (LRW)

A personal history of the Council for Children with Behavioral Disorders (CCBD) is given, with special attention to CCBD's beginnings. The organization's development is traced and CCBD's political activism is recalled, including position papers and cooperative efforts with other groups. Changes in the field of behavioral/emotional disorders are…

Examines popular approaches to performance and organizational improvement to see what flaws they contain and how continued practice will impede progress. Discusses benchmarking; quality management/continuous improvement; needs assessment; training; downsizing; reengineering; system(s) approach; and strategic planning. Describes the Organizational…

Discusses the role of an organization's leadership to create an environment where employees can develop a sense of control. Topics include keeping employees informed; clear organizational direction; motivation, that is driven by goals and effort; dealing with success and failure; consistency; group influence; values, incentives, and rewards; and…

Presents a model for changing human and organizational behavior. Highlights include behavioral dynamics; expectations; alignment; organizational structure; organizational culture; individual skills and training; leadership; management systems; developing corporate-level goals; communicating goals to the organization; and developing employee goals.…

A nursing school's faculty investment model, which included strategic planning, benchmarking, continuous quality improvement, and management by objectives, was developed through goal determination, market understanding, and resource allocation. It achieved 10% labor savings, 3% revenue enhancement, and a human capital pool equal to 12% full-time…

Provides a critical ethnographic account of how members of a small design company experienced a work environment riddled with ambiguous communication. States that although management's objective in providing vague goals was to spark creative freedom, employees experienced the environment as paradoxical and constraining. Contends that interplay of…

Discussion of in-house Web site development by organizations focuses on an informal development model synthesized from a review of development case studies and published Web research literature. Integrates a review of information gathering and usability methods, and discusses the importance of understanding user and information provider needs.…

Examines England's City Learning Centres (CLC) component of the Excellence in Cities initiative aimed at driving up standards in inner city schools. CLC objectives, business involvement in the CLC initiative, funding, and technical guidelines in CLC development are discussed. (GR)

Examines the concept of human capital, including how it is linked to strategic analysis and how it relates to four alternative models for return-on-investment (ROI). Discusses how to choose the best model for ROI justification of training or other human performance technology (HPT) interventions. (AEF)

Companies are scrutinizing resources they allocate to performance programs and are asking questions like: "What is the value?" and "How do you know?" This article advocates for an increased focus on the return on expectations (ROE) via evidence of the three Cs: consensus, correspondence, and consistency. (Author/AEF)

Discussion of the balanced scorecard (BSC) as a performance management tool focuses on common mistakes and problems with implementing it. Topics include the need for intraorganizational communication and collaboration; strategic thinking; organizational goals; purposes of measurements; individual accountability; and setting priorities. (LRW)

Discusses the steps to ensure that assessment leads to genuine improvement: (1) agreeing on goals based on recognized standards; (2) establishing yearly objectives that help meet those goals; (3) developing a formal method for reporting the attainment of those objectives; and (4) using the assessment of the program as a part of the media…